This event report looks at how retailers and brands are successfully co-operating in-store, with strategies including redesigned layouts and co-branded communications that are working to their mutual benefit. View Summary

This event report looks at how retailers and brands are successfully co-operating in-store, with strategies including redesigned layouts and co-branded communications that are working to their mutual benefit.

Prominent in this collaborative approach is the 'Effortless Meals' campaign run by Coca-Cola and Walmart.

This aimed to create a 1+1=3 effect by coupling the under-used deli part of stores with easy meal solutions.

This article establishes why retailers and brands need relevance, given that advances in technology and changes in shopping habits have raised consumer expectations. View Summary

This article establishes why retailers and brands need relevance, given that advances in technology and changes in shopping habits have raised consumer expectations.

People can now shop through multiple channels, including online, mobile, social and even through TV ads.

Whilst some retailers are buckling under this pressure and closing, others are experiencing massive growth and opening new stores - success comes when retailers put the customer at the centre of the the brand.

The point of purchase (POP) is no longer confined to the store - it follows the consumer where ever they go.

Value equations are moving from price versus quality to include convenience as a factor people are willing to pay more for.

9

Total retail: Design the shopper experience

Includes video content

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Aaron Shields, Admap, July/August 2014, pp. 32-34

This article explains why a brand's 'unique experience signature' is of vital importance and how brands can bring together physical, human and digital elements to create one. View Summary

This article explains why a brand's 'unique experience signature' is of vital importance and how brands can bring together physical, human and digital elements to create one.

Teams responsible for retail design, service design and online user experience need to be brought together to create one coherent vision of customer experience.

Physical spaces are being used to provide rich experiences, capture 'near and often' shopping trends and display larger online ranges.

'Human' strategies should include staff, who are increasingly regarded as an important tool rather than just a cost, and peer groups to generate reviews and to crowdsource products and ideas.

The physical, human and digital elements should be mixed in terms of value to the consumer based on purchasing journeys.

10

Total retail: Technology and the shopping revolution

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Omaid Hiwaizi and Frank Wolfram, Admap, July/August 2014, pp. 28-29

This article discusses the convergence in digital and physical retail spaces demanded by connected shoppers as purchase journeys become more complex and unpredictable. View Summary

This article discusses the convergence in digital and physical retail spaces demanded by connected shoppers as purchase journeys become more complex and unpredictable.

The smartphone is the 'Swiss Army knife' of shopping, connecting the physical and digital worlds and driving new behaviours.

Retailers need to bring together their physical and digital offerings through cloud-based information management and mobile-based services and by enabling these capabilities in-store.

'Smart' consumers shop in a series of identifiable phases - inspiration, information, comparison, transaction and maximisation - and jump between these in fragmented ways.

Best practice retail examples include Apple Retail's embracing of showrooming and its Genius Bar, Starbucks' use of digital to provide convenience, and Adidas which has made its etail warehouse available in physical stores.

11

Usage of smartphones in shopping malls: Context based mobile surveying using geodata

This paper reports on a mobile research study by Google in Sweden to understand consumers' usage of smartphones during the in-store shopping experience. View Summary

This paper reports on a mobile research study by Google in Sweden to understand consumers' usage of smartphones during the in-store shopping experience.

Over 300 smartphone users aged 18-64 were recruited in two Swedish shopping malls to download a mobile app which triggered surveys about their shopping behaviour two hours after entering a geo-fenced area.

Key considerations in design included battery drain, screen size and competing mobile activities: surveys were short to maximise engagement and data was only collected in geo-fenced areas to limit battery drain.

Findings included: 94% of participants browsed the internet during shopping trips, with 4 in 10 visiting the website of the store they were in and 3 in 10 comparing prices.

12

What do wearable devices bring to market research? Are wearable devices like Google Glass viable alternatives to mobile handsets for market research?

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Alex Johnson, ESOMAR, Digital Dimensions, June 2014

This paper discusses the implications and opportunities of wearable devices for market research, given the ability of devices to capture consumer behaviour data unconsciously from a natural vantage point. View Summary

This paper discusses the implications and opportunities of wearable devices for market research, given the ability of devices to capture consumer behaviour data unconsciously from a natural vantage point.

Three devices were comparatively tested - Autographer, a life blogging camera; Google Glass, the eye-wear device; and Pupil, an eye-tracking device.

Comparison between Google Glass and Autographer found discrepancies due to images being taken at different intervals, images being taken in different positions and incorrect coding.

Pupil's eye-tracking data mostly supported the findings from Google Glass, with exceptions for malfunctioning equipment and devices being viewed in a position which Google Glass would not see.

13

The new rules of retail: A vision for the future

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Preeti Chaturvedi, Event Reports, Indian Retail Congress, April 2014

This report describes how retail in India is focusing on customer centricity as new retail formats improve customer awareness and simplify customer interfaces and market processes. View Summary

This report describes how retail in India is focusing on customer centricity as new retail formats improve customer awareness and simplify customer interfaces and market processes.

New retail formats in India, including multi-branded stores and online services, offer value for money to customers and enhance customer experience, while also introducing efficiency in operations.

To rise above the clutter, some brands are addressing market challenges and coupling them with superior experiences, such as Guardian Life Care, the pharmacy chain, and Tommy Hilfiger, the fashion brand.

Businesses must expand in the online space and deliver good experiences, as growing numbers of consumers look to buy online.

14

What automotive brands can learn from retail about customer experience

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Ryan Kovalak and Randall Stone, Warc Exclusive, May 2014

This article discusses ways in which automotive brands can learn from retailers and improve customer experiences. View Summary

This article discusses ways in which automotive brands can learn from retailers and improve customer experiences. Automotive brands should start by transforming the showroom into a stimulating environment, and ensure the brand experience extends across all channels. Brand consistency is important, but automotive companies should consider making local adaptations. Brand heritage and authentic brand image are assets, but automotive brands should also look to tell their stories in new and compelling ways to stay relevant. Car dealerships should include staff culture as part of the brand personality and find ways to build an on-going relationship with customers.

15

Happy shoppers: The role of shopper emotion in Indonesian convenience store shopping

This paper describes research into the emotional responses of Indonesian convenience store shoppers and develops methods for retailers to understand this. View Summary

This paper describes research into the emotional responses of Indonesian convenience store shoppers and develops methods for retailers to understand this. The convenience store format has experienced strong growth in Indonesia of around 15% increased sales per year. Qualitative and quantitative methods, including facial coding, were used to understand growth in this channel, with focus on emotional response. The research found opportunities for retailers to improve spend-per-shopper with emotional engagement. Many shoppers were found to have 'low-level' negative emotions such as disappointment and annoyance, which can be difficult to articulate. The store environment and ambience were found to be important, as are functional issues and pricing. The paper provides a foundation for further retailer specific shopper research that catches in-the-moment responses.

16

Trends Snapshot: iBeacon - New ways to connect with shoppers

Includes video content

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Stephen Whiteside, Warc Trends, April 2014

This article looks at iBeacon, a piece of technology that allows every device powered by Apple's latest iOS 7 operating system to transmit and receive unique signals via Bluetooth, across a distance spanning up to 150 feet. View Summary

This article looks at iBeacon, a piece of technology that allows every device powered by Apple's latest iOS 7 operating system to transmit and receive unique signals via Bluetooth, across a distance spanning up to 150 feet. Brands and retailers now have the opportunity to use 'beacons' to send out signals from stores, stadiums and similar locations to trigger an appropriate device to distribute a coupon or a targeted ad. Because iBeacon relies on Bluetooth, it can be more accurate in locating individual shoppers within a more confined area than with GPS or WiFi, the cost of entry is low and iBeacon extends beyond Apple products to include Google Android devices as well. Examples of brands making use of this technology are American Eagle Outfitters, the clothing retailer, Coca-Cola, the soft drinks giant, and the NFL, the American football league. With mobile wallets also slowly taking hold, in combination with iBeacon, customers could have an end-to-end experience in-store solely through an app on their phone. Consumer education is necessary and privacy is a concern, and there are several ways consumers could opt out. The article also offers next steps for marketers and further reading.

17

Brand strategy: Eye-tracking insights for enhancing shopper marketing

Includes video content

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Scott Young, Market Leader, Quarter 2, 2014, pp. 18-19

This article discusses shopper marketing and reveals some of the patterns in findings of eye-tracking research across categories, countries and retail channels. View Summary

This article discusses shopper marketing and reveals some of the patterns in findings of eye-tracking research across categories, countries and retail channels. Findings include that much shopper marketing investment is wasted due to poor placement; packaging has a more rational impact and point of sale (POS) material can be more emotional or attention grabbing; and POS material should facilitate shopping as that which gets in the way will be avoided. The best in-store communication starts with research into shoppers' decision making processes and how various in-store factors affect this, integrates shelf ready packaging (SRP) and POS design, and ensures the marketing solution works in the context of the larger store.

18

IBM and The North Face seek to reshape ecommerce

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Stephen Whiteside, Event Reports, NRF Big Show, January 2014

This event report discusses how IBM, the technology giant, Fluid, the digital shopping consultancy, and The North Face, the outdoor apparel chain, have attempted to give ecommerce a more human touch. View Summary

This event report discusses how IBM, the technology giant, Fluid, the digital shopping consultancy, and The North Face, the outdoor apparel chain, have attempted to give ecommerce a more human touch. To do so, they are using some of the most advanced technology currently available – IBM's Watson, the cognitive computing system which previously beat human competitors on the game show Jeopardy! By using this platform, retail consultancy Fluid transformed the TheNorthFace.com into an interactive experience that replicated the kind of customer service provided in physical stores. It did so by moving beyond search to a conversational style, leveraging the power of Watson to understand natural language, learn and form hypotheses.

This article discusses changing consumer behaviours in light of technological advancements and difficult economic circumstances, proposing eight rules or norms for the new shopping environment. Mobile technology has led to 'everywhere-commerce' as people browse and shop on the go. Economic difficulties have led to the development of price and value based evaluations of products across markets. The eight propositions made in this article are: that the shopping context has changed forever, the process has become disaggregated, stores need to be extended in time and space, retailers must maintain a digital presence, physical stores must make the most of their stores, pricing will become increasingly personal, shopper marketing needs to begin out of stores, and intermediaries should be managed and engaged.

This event report discusses how consumers make decisions in retail stores. Duracell, Procter & Gamble's battery brand, has found that over 80% of purchases are unplanned, meaning it needs to get "in the face" of shoppers, show them what they can buy, and at what price. View Summary

This event report discusses how consumers make decisions in retail stores. Duracell, Procter & Gamble's battery brand, has found that over 80% of purchases are unplanned, meaning it needs to get "in the face" of shoppers, show them what they can buy, and at what price. As proved by Pampers in China, in-store marketing increasingly involves serving emotional, educational and experiential needs, too. And neurological research has revealed that marketers should consider the role of guilt - as well as intuitive, instinctive and unconscious decisions - when making their plans.

21

New retail models in Asia: Insights from Seiyu and 7-Eleven

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Low Lai Chow, Event Reports, POPAI Asia Conference, November 2013

This event report addresses how two leading Asian retailers are trying to serve the next generation of customers. View Summary

This event report addresses how two leading Asian retailers are trying to serve the next generation of customers. On its part, Seiyu, the Japanese supermarket chain owned by Walmart, has adapted its ideal store format to reflect "shopper missions" - such as replenishing products, preparing dinner and engaging in a "pleasure hunt". In South Korea, 7-Eleven sought to identify untapped spaces in the convenience store sector by driving sales outside the tobacco category, reaching out to different consumer demographics, selectively reducing prices on essential items and opening branches in new areas.

22

Clorox Insight’s Best Practice: Four-Step Bottleneck-Breaker

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Geoffrey Precourt, Event Reports, The Market Research Event, October 2013

This event report discusses how Clorox, the food, bleach and chemical manufacturer, assesses and overcomes 'bottlenecks' in the consumer path to purchase. View Summary

This event report discusses how Clorox, the food, bleach and chemical manufacturer, assesses and overcomes 'bottlenecks' in the consumer path to purchase. The company focusses on four potential bottleneck locations: home, store, aisle and shelf. At each stage data is used to analyse how products and retailers measure against competitors, in order to identify potential bottlenecks. These findings then feed into marketing campaigns, in-store marketing, pricing and other strategies.

23

Understanding the new generation of Black Friday shoppers

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Geoffrey Precourt, Event Reports, The Market Research Event, October 2013

This event report describes how Purchased, the market research firm, is using new technologies to gain a better understanding of consumer behaviour. View Summary

This event report describes how Purchased, the market research firm, is using new technologies to gain a better understanding of consumer behaviour. By combining mobile apps, real-time purchase data, GPS and techniques such as discrepancy analysis, the organization is able to monitor all aspects of the entire customer experience. A study from Black Friday in 2012 identified eight different consumer segments, provided hour-by-hour feedback on shopping trends, and showed why consumers' plans did not always match up with their actual behaviour.

This event report addresses how Tesco, the supermarket chain, drew on shopper insights to fundamentally change its in-store format, design and product assortment across the UK. View Summary

This event report addresses how Tesco, the supermarket chain, drew on shopper insights to fundamentally change its in-store format, design and product assortment across the UK. Research by the company found that three main "missions" informed visits to its stores: buying food for now, buying food for later and "topping up" on essentials. Rather than divide its assortment by category, Tesco thus regrouped products to better serve consumers undertaking these tasks, a model to be applied to stores operating under its Express and Extra banners.

This event report discusses how Nokia reinvigorated the cluttered in-store environment. Eye-tracking studies and monitoring traffic in its bricks-and-mortar branches showed most marketing materials at the point of purchase went entirely unnoticed by consumers, who were deluged with conflicting marketing messages. View Summary

This event report discusses how Nokia reinvigorated the cluttered in-store environment. Eye-tracking studies and monitoring traffic in its bricks-and-mortar branches showed most marketing materials at the point of purchase went entirely unnoticed by consumers, who were deluged with conflicting marketing messages. By tailoring its approach to precisely match the customer journey, it was able to focus on getting phones into the hands of shoppers, which is the most powerful influence on purchase decisions. It also successfully cut out any previously wasted spending.